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This document provides 5 questions for an individual assignment on foundations of management. The questions address: 1) Using a cultural model to describe the culture of Metropolia Business School and whether a consultant would want to change it; 2) Whether management needs reinventing to cope with changing business environments; 3) The significance of organizational culture to the success of Reckitt Benckiser and the type of employees they seek; 4) The difference between intrinsic and extrinsic rewards in relation to employee motivation; 5) The leadership behaviors of a favorite lecturer and whether students prefer people-oriented or task-oriented leadership.
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• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
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• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
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Discussion 1QuestionWhy is it important for HR management to.docx
Discussion 1:
Question:
Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
The main difference between HR management being administrative or strategic is that administrative is reactive and strategic is proactive. It is important to make the human resource management strategic for a variety of reasons such as employee retention, avoiding breaches of the law/policies, and creating a competitive edge.
Some ways to build a strategic HR management system is by pre-planning and goal setting. It consists of shaping current employees into the future leaders of the company. This shows them that they are capable of moving up in the company, which in turn will increase retention rates. Having these experienced employees would give the company a more competitive edge.
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A strategic human resource management team will have company goals written out. This will ensure that everyone in the company will be working towards the same big picture. Every team member knows the big goal and can set personal goals to help the team. This will increase productivity and prevent people from feeling stale and underappreciated at work. The company can also find a way to celebrate the smaller goals so that employee work is credited. Appreciated employees always work better. Basically, a strategic human resource management is prepared and helps keep the company safe and running in the most productive manner.
Discussion 2:
Question:
Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
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After reading this chapter, you should be able to do the following:
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3. Examine the assessment model and trigger questions used to identify what type of organizational change is
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wei82650_02_c02_057-102.indd 57 12/15/15 9:38 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
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1. True/False: The most critical factor in diagnosing an organization’s need for change
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2. True/False: The organizational life-cycle model helps leaders understand how
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nated organization.
3. True/False: Trigger questions are questions that change teams or a change specialist
might ask to identify who and what part of an organization needs to change.
4. True/False: Unlike traditional problem-solving approaches, the appreciative inquiry
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organization.
5. True/False: When implementing the action research model, a change specialist must
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6. True/False: Asking for feedback from those who strongly resist change often starts
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training and development” (Hsieh, 2010, “What We’re Learning from Amazon,.
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setting.
• Identify your own HRM responsibilities and challenges as an organizational participant and
decision maker.
• Define the major responsibilities of a human resources (HR) department.
• Describe the role of the legal environment in HR operations and activities.
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• Identify major recent trends in HRM.
1
Frances Roberts/age fotostock/SuperStock
Pre-Test Chapter 1
Pre-Test
1. HR personal credibility is one of the critical competencies required in order for HR profes-
sionals to be able to carry out their duties successfully.
a) True
b) False
2. Human resource management has been defined as:
a) managing people’s skills and talents to effectively align them with organizational
goals.
b) all decisions made by human resource departments that improve morale for
employees.
c) decisions made by human resource departments that balance the needs of the
management team and employee bargaining units.
d) decisions made by management and by employees that help reach the organization’s
goals.
3. The market value per employee of publicly traded companies in the United States can
indicate the effectiveness of HR practices on organizational performance.
a) True
b) False
4. Corporate governance refers to the relationship between managers and unions in terms
of shared corporate rights and responsibilities.
a) True
b) False
5. Which of the following is one of the HR department’s major everyday tasks?
a) Sales and operations planning
b) Supply chain management
c) Inventory accounting
d) Planning and alignment
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b) employee dissatisfaction and discomfort with the existing work environment.
c) unions’ prospective advantages.
d) a greater chance of joining an organization’s board of directors.
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a) Union activities
b) Supply chain management
c) Benefits administration
d) Operations management
8. Taking work that used to be done within an organization and contracting it to a third
party is called:
a) globalization.
Introduction Chapter 1
b) outsourcing.
c) free trade.
d) economic shifting.
Answers
1. a) True. The correct answer can be found in Section 1.1.
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BUS 101 Intro to Busine Course Blueprint
Distance Learning, Online Teaching [19+ Years]
• Possess substantial strengths in distance learning, adult education, teaching with technology, student and faculty relations, higher education, and curriculum development.
• Significant experience as an adjunct online faculty member, Core Faculty, Dissertation Chair, Committee Member, Curriculum Developer/Author, and Faculty Development Manager.
• Create a safe, respectful, and welcoming learning environment.
• Specialize in working with new students, first generation students, and academically under-prepared students.
• Developed an exceptional record of academic excellence, end-of-course evaluations, collaboration, communication, mentoring, coaching, and professionalism.
• Computer proficient with online classroom platforms that include WebCT, eCollege, Canvas, Sakai, Moodle, Educator, Desire2Learn, Blackboard, Brightspace and others.
Dissertation Chair and Mentor [Remote, 11+ years]
• Provide high quality instruction, direction and mentorship for assigned students throughout all phases of the dissertation process.
• Provide timely and supportive mentoring throughout the student’s process of developing, researching, writing, and revising the dissertation.
• Participate in the Defense process of a student’s Prospectus and final Dissertation.
• Facilitate the successful completion of all IRB protocols.
Faculty Development [Remote, 10+ years]
• Served as a Trainer and Mentor for New Faculty Members.
• Performed faculty peer reviews and assessed classes based upon best practices and adult learning theories.
• Inspired faculty to improve their facilitation practice by leading online faculty workshops.
Curriculum Development [Remote, 12+ years]
• Authored hundreds of courses as a SME for multiple schools, including undergraduate and graduate courses.
• Strong knowledge and application of adult cognitive learning theories and instructional design methodologies.
• Develop content and assessments that met learning objectives, including discussions and assignments.
Background Includes: Various Online Schools (08/05 – Present)
Online Instructor, Doctoral Committee Member, Dissertation Chair, Faculty Development, Curriculum Development.
Organisational Behavior
- The document describes the organizational culture and structure of a bank branch, focusing on the responsibilities and relationships of the bank manager.
- Key personnel the manager interacts with include tellers, customers, and specialist managers. A diagram shows the branch structure and interdependencies between roles.
- Maintaining relationships is important for the manager, as existing clients provide business and referrals. Specialist managers help meet the needs of high-valued clients and bring in new business.
Discussion 1QuestionWhy is it important for HR management to.docx
Discussion 1:
Question:
Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
The main difference between HR management being administrative or strategic is that administrative is reactive and strategic is proactive. It is important to make the human resource management strategic for a variety of reasons such as employee retention, avoiding breaches of the law/policies, and creating a competitive edge.
Some ways to build a strategic HR management system is by pre-planning and goal setting. It consists of shaping current employees into the future leaders of the company. This shows them that they are capable of moving up in the company, which in turn will increase retention rates. Having these experienced employees would give the company a more competitive edge.
It also pre-plans for any type of sexual/race/ethnic issues that could arise to protect the company. Rather than putting rules in place after issues arrive, it builds a protocol. These types of managements are prepared for laws and base policies in line with them. This helps companies not have any breaches of the law. This also helps them deal with issues in a timely manner, since the protocol is already in place.
A strategic human resource management team will have company goals written out. This will ensure that everyone in the company will be working towards the same big picture. Every team member knows the big goal and can set personal goals to help the team. This will increase productivity and prevent people from feeling stale and underappreciated at work. The company can also find a way to celebrate the smaller goals so that employee work is credited. Appreciated employees always work better. Basically, a strategic human resource management is prepared and helps keep the company safe and running in the most productive manner.
Discussion 2:
Question:
Why is it important for HR management to transform from being primarily administrative and operational to a more strategic contributor?
In any organization Human resource department forms an important pillar for attracting, retaining and nurturing the talent thus making it a thriving force behind organization growth. For any organization people management is the core and main foray, if the HR department if properly organized makes the organization function properly and push across to reach new scaling heights. Let’s consider the companies the major innovators like Google, 3M and Facebook have reached the top rung of the ladder as technological and product innovators only because these companies have lot of talented people and management of them nurturing and keeping them motivated with all the necessary things is main challenge and they have successfully overcome it making them leaders on their respective domain.
Human Resource administration plays a key role to transform the company both operational and administrative aspect wise making a market ...
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2 Diagnosing and Planning for ChangeJupiterimagesGoodsho.docx
2 Diagnosing and Planning for Change
Jupiterimages/Goodshoot/Thinkstock
Learning Objectives
After reading this chapter, you should be able to do the following:
1. Explain what it means to diagnose organizations for change.
2. Determine an organization’s reason for change using the open-systems theory and model, environment-
industry-organization contingency model, and organizational life-cycle model.
3. Examine the assessment model and trigger questions used to identify what type of organizational change is
needed.
4. Analyze the appreciative inquiry model.
5. Utilize the action research model to implement change.
6. Describe how organizations can address resistance to change.
wei82650_02_c02_057-102.indd 57 12/15/15 9:38 AM
© 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Introduction
By failing to prepare, you are preparing to fail.
Benjamin Franklin
Pretest Questions
1. True/False: The most critical factor in diagnosing an organization’s need for change
is the opinions of its nonexecutive employees.
2. True/False: The organizational life-cycle model helps leaders understand how
employees and managers cyclically join, mature, change, and leave or rejoin a rejuve-
nated organization.
3. True/False: Trigger questions are questions that change teams or a change specialist
might ask to identify who and what part of an organization needs to change.
4. True/False: Unlike traditional problem-solving approaches, the appreciative inquiry
(AI) approach creates positive change by appreciating the best of what exists in an
organization.
5. True/False: When implementing the action research model, a change specialist must
be in charge of everyone else in order to teach the organization’s change team how
to move forward.
6. True/False: Asking for feedback from those who strongly resist change often starts
them on the path to accepting change.
On March 24, 2015, Zappos’s CEO Tony Hsieh (pronounced “shay”) sent a company-wide memo
stating Zappos’s change strategy of becoming a manager-free organization on April 30. His
message was clear: Embrace self-management or leave the company (Feloni, 2015a). The online
shoe and clothing retail firm is a wholly owned subsidiary purchased by Amazon for $1.2 billion
in 2009. Zappos employs 1,500 people, has annual revenues of $2 billion, and is no stranger to
new and unique organizational practices.
Hsieh came to Zappos as an angel investor in 1999 after selling LinkExchange—which he
cofounded—to Microsoft in 1998 for $265 million, and he became full time in 2000 (Hsieh, 2010).
He and his team increased online sales from $0 in 1999 to $70 million by 2003, and in 2008 they
reached $1 billion in gross merchandise sales before selling the company to Amazon. In 2010
Hsieh attributed the company’s success to “customer service, company culture, and employee
training and development” (Hsieh, 2010, “What We’re Learning from Amazon,.
How to manage people in an organisation pgp
John Spence, Vivid Vision
Best People
Robust Communication
Sense of Urgency
Disciplined Execution
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How to manage people in an organisation pgp (1)
The document discusses six principles of business success according to John Spence's book Awesomely Simple: 1) having a vivid vision with a clear mission, values, and vision statement; 2) having the best people by implementing strong talent management; 3) robust communication through open dialogue and constructive conflict; 4) a sense of urgency to move quickly; 5) disciplined execution of strategic priorities; and 6) extreme customer focus through understanding customer needs and expectations. It provides examples for each principle and emphasizes the importance of applying these principles to achieve lasting business success.
Bridge how to manage people in an organisation pgp
The document discusses six principles of business success according to John Spence's book Awesomely Simple: 1) having a vivid vision with a clear mission, values, and vision statement; 2) having the best people by implementing strong talent management; 3) robust communication through open dialogue and constructive conflict; 4) a sense of urgency to move quickly; 5) disciplined execution of strategic priorities; and 6) extreme customer focus through understanding customer needs and expectations. It provides examples for each principle and emphasizes the importance of applying these principles to achieve lasting business success.
Managing Millenials
This document summarizes a presentation about managing millennials in the workplace. The presentation discusses:
1) What millennials expect from employers, such as contribution over credentials, peer reviews, and intrinsic rewards.
2) How management needs to fundamentally change to focus on trusting and valuing employees first to engage millennial workers.
3) The objectives of adopting an "Employees First, Customers Second" management philosophy and examples of companies that succeeded with this approach.
Required ResourcesTextRead Commonsense Talent Management· C.docx
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments. Present your views in 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
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Business Management and Leadership - HubPages.com
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the-6-new-management-imperatives_v3
The document discusses 6 new management imperatives for companies in today's changing business environment. It focuses on the first two imperatives: 1) Invest in corporate culture as a valuable asset by tracking employee sentiment, implementing feedback programs, and actively managing culture. 2) Develop enterprise-wide listening skills through continuous feedback collection from customers and employees using various methods like online communities and frontline staff insights. Listening is important for adapting to shifting demands, increased competition, and new technologies.
Chapter 1Introduction to Human Resource Management.docx
Chapter 1
Introduction to Human
Resource Management
Learning Objectives
After reading this chapter, you should be able to do the following:
• Explain what human resource management (HRM) is and how it relates to the manage-
ment process.
• Identify major events in the history of HRM and explain how they have shaped the current
field of HRM.
• Describe the strategic importance of HRM activities performed in the organizational
setting.
• Identify your own HRM responsibilities and challenges as an organizational participant and
decision maker.
• Define the major responsibilities of a human resources (HR) department.
• Describe the role of the legal environment in HR operations and activities.
• Define each of the major HRM functions and processes of strategic HRM planning, job
analysis and design, recruitment, selection, training and development, compensation and
benefits, and performance appraisal.
• Identify major recent trends in HRM.
1
Frances Roberts/age fotostock/SuperStock
Pre-Test Chapter 1
Pre-Test
1. HR personal credibility is one of the critical competencies required in order for HR profes-
sionals to be able to carry out their duties successfully.
a) True
b) False
2. Human resource management has been defined as:
a) managing people’s skills and talents to effectively align them with organizational
goals.
b) all decisions made by human resource departments that improve morale for
employees.
c) decisions made by human resource departments that balance the needs of the
management team and employee bargaining units.
d) decisions made by management and by employees that help reach the organization’s
goals.
3. The market value per employee of publicly traded companies in the United States can
indicate the effectiveness of HR practices on organizational performance.
a) True
b) False
4. Corporate governance refers to the relationship between managers and unions in terms
of shared corporate rights and responsibilities.
a) True
b) False
5. Which of the following is one of the HR department’s major everyday tasks?
a) Sales and operations planning
b) Supply chain management
c) Inventory accounting
d) Planning and alignment
6. Any of the following can be a reason for employees to join unions EXCEPT:
a) an employee’s personal need to make a difference in the work environment.
b) employee dissatisfaction and discomfort with the existing work environment.
c) unions’ prospective advantages.
d) a greater chance of joining an organization’s board of directors.
7. Which of the following is one of the HRM practices?
a) Union activities
b) Supply chain management
c) Benefits administration
d) Operations management
8. Taking work that used to be done within an organization and contracting it to a third
party is called:
a) globalization.
Introduction Chapter 1
b) outsourcing.
c) free trade.
d) economic shifting.
Answers
1. a) True. The correct answer can be found in Section 1.1.
2 ...
Hr leadership questionnaire
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
Getting talent on the right track
1) Getting talent on the right track requires a long term talent strategy rather than quick fixes, which can perpetuate a cycle of catching one's own tail.
2) Building a robust talent bench through a 5+ year strategy that identifies critical capabilities and allows flexibility is key to absorbing short term issues.
3) Developing a talent culture through leadership commitment, measurement, and forums for discussing talent can help ensure the right people are identified and developed for key roles.
Employer Brand Management_Sample chapter
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
2012 q2 McKinsey quarterly - Put your money where your strategy is
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Unleashing the power_of_innovation
- The document summarizes a survey of 246 CEOs about innovation conducted by PwC.
- It finds that CEOs now see innovation as vital for business survival and are taking more direct responsibility for driving innovation. However, organizational culture can still inhibit innovation.
- Companies are looking for more radical innovation in business models and customer experiences, not just products. Successful innovation also requires collaboration beyond R&D and involving frontline teams.
Unleashing the power of Innovation
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- It finds that CEOs now see innovation as vital for business survival and are taking more direct responsibility for driving innovation. However, organizational culture can still inhibit innovation.
- Companies are looking for more radical innovation in business models and customer experiences, not just products. Successful innovation also requires collaboration beyond R&D and involving frontline teams.
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1Q24_HYUNDAI CAPITAL SERVICES INC. AND SUBSIDIARIES
Fom 2 individual assignment
- 1. Foundations of Management 2 Individual Assignment Questions Answer all 5 questions below: Q1 http://www.mindtools.com/pages/article/newSTR_90.htm How would you describe the organisational culture of Metropolia Business school? Use the Cultural Web Model (Johnson) to attempt to describe the culture and highlight the significant elements. If you were hired as an outside management consultant would you be satisfied with the current culture or would you attempt to change it? If so, in what way? Q2 http://www.youtube.com/watch?v=UEl0V5PXwHE http://www.youtube.com/watch?v=CLLnB4LwO80&NR=1 Do you think Gary Hamel is right to say that management needs to be completely re- invented to cope with the highly dynamic business environment that many organisations face today and in the future. Do you agree with his emphasis on the need for management innovation as the key to success? Q3 http://www.slideshare.net/daryl10/hbr-article-on-rb-apr-2010 Read through the Harvard Business Review article concerning Reckitt Benckiser. How significant do you think the organisational culture is to Reckitt Benckiser's success? In your opinion, what kind of potential employees are the company looking for. Explain your answer. Q4 http://www.youtube.com/watch?v=rrkrvAUbU9Y Explain extrinsic and Intrinsic rewards in relation to employee motivation. Do you think organisations are generally correct in increasing their focus on the role of intrinsic rewards over extrinsic rewards? Q5 Re: Chapter 12 – Organizational Behaviour, McShane/Von Glinow, 5th Edition 2010 Consider your favourite Metropolia Business School lecturer. What people-oriented and task-oriented leadership behaviours does he or she use effectively? In general, do you think students prefer a lecturer who is more people-oriented or task-oriented? Explain your preference.